The Adkar Model Explained - Einstein Presentation

The ADKAR Model Explained

INDEX

2. Index

7. Knowledge

3. The ADKAR Model Explained

8. Ability

4. Awareness

9. Reinforcement

10. Thank You

5. Desire

6. Einsten Quotes

The ADKAR Model Explained

ADKAR is an individual change model created by Jeff Hiatt. It represents five separate but related processes that an individual needs to embrace for success. Fundamentally, organizational change can only happen if individuals change too, and ADKAR provides a framework to recognize and establish processes to facilitate better and achieve changes from individuals.

Ability to implement desired skills and behaviors

Awareness of the need for change

Desire to participate and support the change

Reinforcement to sustain the change

Knowledge on how to change

Awareness

Awareness of the need for change goes beyond just knowing that a change is happening. It represents giving an employee the information they need to understand what is included with the change and why the change is needed.

How To Build Awareness

Things That May Lead Change

Possible Pain Points

New information, data, conversations

Comfort with the status quo

Clear communications from leadership

Poor company performance or total failures

1-1 conversations between managers and employees

Lack of credibility or clarity in the initial messaging

Takeaway

Denial or debate over reasons for change

Shifts in business, industry, or competition

General discussion and conversations

Takeaway Invest in the time needed to build awareness. Ensure that the case for the change is clear and compelling and share the information via trusted communication channels.

Desire

Motivation to Be Part of The Change:

• Personal gains or achievements
• Fear of consequence
• Desire to belong
• Willingness to follow a trusted leader

The desire for change is crucial, as it represents the moment where a person goes from knowing that change is coming to wanting to be a part of it actively. It is up to each individual to embrace change, as successful transition can’t be forced, and individuals should decide for themselves to adopt changes.

How to Build Desire:

• Active and visible sponsor and sponsor coalition
• Personal engagement
• Proactive management of resistance
• Employee involvement in creating the solution
• Incentive programs aligned with the changes

Takeaway

Desire for change is crucial, as it represents the moment where a person goes from knowing that change is coming to actively wanting to be a part of it. It is ultimately up to each individual to act and embrace on change, as successful change can’t be forced. The individual should be able to make the decision for themselves to adopt changes.

Possible Pain Points:

• Comfort with the status quo
• Fear of the unknown
• Change not aligned with personal or company values
• No clear benefits or incentives
• Poor personal management when presented change
• Poor company track records with change Individual circumstances

Albert Einstein Famous QUotes

• A person who never made a mistake never tried anything new.
• Any man who reads too much and uses his own brain too little falls into lazy habits of thinking.
• Confusion of goals and perfection of means seems, in my opinion, to characterize our age.
• Wisdom is not the product of schooling, but of the lifelong attempt to acquire it.
• Insanity is doing the same thing over and over again and expecting different results.

Knowledge

There are two different types of knowledge regarding change management: knowledge of how to change, and knowledge on how to perform effectively. Both types of knowledge form the basis of what needs to be done for successful change, which includes providing information, and skills and behavior training.

Possible Pain Points:

• Knowledge gaps feel too large for individuals
• Training presented without context or with suboptimal timing

• Lack of time, resources, or access
• Individual capacity to learn and retain information

How to Build Knowledge:

• Training programs
• Job aids
• Personal
• coaching
• User groups and communities
• Guides, references, and troubleshooting manuals

Individual Necessities for Building Knowledge:

• Training and education
• Experience
• Access to information
• Mentoring

Takeaway

Knowledge needs to be introduced after awareness and desire are both present, otherwise the information can be quickly lost and forgotten. Timing the training to align with the change journey is highly important for success.

Ability

Ability differs from knowledge where someone may have the necessary information, but needs to act on it and put it into practice. Employees must have access to the tools and resources they need to build their ability.

Possible Pain Points:

How to Build Awareness

Requirements for Building Ability

Access to coaches or experts

Limited time and support

Time to practice

Access to tools and resources

Monitoring progress and performance

Bad habits are engrained

Takeaway

Timely feedback from coaches or mentors

Individual limits in physical or cognitive ability

Hands-on practice

Opportunities to learn necessary skills to participate in change needs to be available for all individuals. Having plans and resources for each individual to best address their learning needs and tendencies can facilitate better results.

Reinforcement

Requirements for Building Reinforcement:

• Celebrate and recognize visible successes
• Be good at giving and receiving feedback
• Keep people accountable at all levels and show positive reinforcement
• Apply productive corrections when needed

Achieving change means that the change also has to stick. It’s easy to fall back upon usual measures as they represent the way things used to be. Whether it’s muscle memory, habits building over time, or even finding changes too complicated and wanting to go back to the past, making sure that changes are reinforced plays a critical role in keeping the change.

How to Build Reinforcement:

• Visible scoreboards to gamify compliance
• Top-down feedback with displays of appreciation
• Individual recognition from leadership

Takeaways

A change can disappear just as quickly as it was introduced, even if all other change processes were successful. Be mindful towards the steps needed to keep the momentum going so the whole organization can be successful with the change process.

Possible pain points:

• Rewards or recognition deemed insufficient
• No recognition received at all
• Consequences for not changing are too negative

ThankYou!